Bridge to Shared Governance

Dearmon, Valorie; Riley, Bettina H.; Mestas, Lisa; Buckner, Ellen B.

doi:10.1097/naq.0000000000000082

Cited by 10 publications

(3 citation statements)

References 11 publications

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“…Three components structured methods used in top-down initiatives. There was a learning-based component (n = 10), which integrated an ‘innovating while learning’ element in the EDI process (eg, 77 , 66 , 94 ). All methods, except the competition-based method included a learning component.…”

Section: Resultsmentioning

confidence: 99%

“…While many methods (eg, participatory approach, design tools) naturally involved forming groups, these studies reported deliberate establishment of a group dedicated to innovation efforts. For example, a “frontline innovation group” 66 which “provided a forum to enhance empowerment … while seeking solutions to operational failures” (p. 75). Finally, a digital component was mentioned (n = 6) to promote the collection, brainstorming and visibility of employees’ ideas (eg, 51 , 75 ).…”

Section: Resultsmentioning

confidence: 99%

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Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

Cadeddu¹,

Dare²,

Denis

2023

Int J Health Policy Manag

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Background: Employee-driven innovation (EDI) occurs when frontline actors in health organizations use their firsthand experience to spur new ideas to transform care. Despite its increasing prevalence in health organizations, the organizational conditions under which EDI is operationalized have received little scholarly attention. Methods: This scoping review identifies gaps and assembles existing knowledge on four questions: What is EDI in health organizations and which frontline actors are involved? What are the characteristics of the EDI process? What contextual factors enable or impede EDI? And what benefits does EDI bring to health organizations? We searched seven databases with keywords related to EDI in health organizations. After screening 1580 studies by title and abstract, we undertook full-text review of 453 articles, retaining 60 for analysis. We performed a descriptive and an inductive thematic analysis guided by the four questions. Results: Findings reveal an heterogeneous literature. Most articles are descriptive (n=41). Few studies are conceptual and empirical (n=15) and four are conference papers. EDI was often described as a participatory, learning innovation process involving frontline clinical and non-clinical staff and managers. Majority EDI were top-down, often driven by the organization’s focus on participatory improvement and innovation and research-based initiatives. Five categories of methods is used in top-down EDI, two thirds of which includes a learning, a team and/or a digital component. Hybrid EDI often involves a team-based component. Bottom-up EDI emerged spontaneously from the work of frontline actors. Enablers, barriers and benefits of EDI are seen at macro, organizational, team and individual levels; some benefits spread to other health organizations and health systems. Conclusion: This scoping review provides a comprehensive understanding of the organizational conditions under which EDI is operationalized. It offers insights for researchers, health organizations and policy makers about how and why frontline actors’ involvement is crucial for the transformation of care.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

Cadeddu¹,

Dare²,

Denis

2023

Int J Health Policy Manag

View full text Add to dashboard Cite

show abstract

“…Resulting articles were eliminated if the objective was anything other than improving shared professional governance, if the objective was related only to spreading council structure to a new unit or shift (ie, night shift), or if no educational intervention was identified. Five articles remained, 2,10-13 one of which 2 used a validated tool (the IPNG) to measure the effectiveness of the educational intervention to improve RNs' perception of shared professional governance.…”

mentioning

confidence: 99%

The ELEVATE Study

Quaid

2023

JONA: The Journal of Nursing Administration

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OBJECTIVE The ELEVATE study evaluated whether an educational workshop would improve the perceptions of shared decision-making of nurses in an organization as demonstrated by an increase in Index of Professional Nursing Governance (IPNG) score. BACKGROUND Available literature insufficiently links educational interventions to improvements in shared professional governance. METHODS Six hundred ninety-one participants' IPNG scores were analyzed before and after an educational workshop was administered to formal administrative leaders and registered nurse (RN) RN council leaders every 6 months during a 2-year research study. RESULTS Index of Professional Nursing Governance scores were higher for RNs participating in nursing councils than scores for those who did not. The organization's IPNG scores remained stable from 2019 to 2021. Secondary analysis may suggest that council members were more resilient during crisis. CONCLUSIONS Further investigation is needed researching the relationship between professional governance education and RNs' perception of shared decision making.

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The Framework and Future Opportunities for Leadership in Clinical Dietetics

Patten¹,

Sauer²

2018

Journal of the Academy of Nutrition and Dietetics

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Bridge to Shared Governance

Cited by 10 publications

References 11 publications

Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

The ELEVATE Study

The Framework and Future Opportunities for Leadership in Clinical Dietetics

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